Georgian House

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant leaders and the culture they created assured the delivery of high-quality care.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. Staff frequently referred to the importance of working as a team and there was a clear set of values focusing on supporting people as individuals. Comments from staff included; “I like working here, we work as a team” and “It is a team effort here, so we help each other. We ensure we communicate with other staff and pass the relevant information to the other staff properly.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff told us leaders were approachable and supportive. One commented; “[Name of senior staff member] is approachable and will be around the floor and observing and updating us if we need it. When I have needed some help they have done it in a supportive way.” An external professional commented; “There is strength and depth in the management team with training and safeguarding specialities.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were able to voice their opinions in staff meetings and supervisions. They also said managers and senior staff were always available for advice and guidance. Staff comments included; “Staff meetings are good and you can join via a zoom link, we can share our views and they are ready to listen to us” and “If we have any concerns we can ask in the meeting and they [managers and senior staff] are also asking us if we have any problems.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Managers told us how they had worked with staff from overseas to help their transition to a different culture. When they identified discrimination, they had involved local police to address the issue. Some staff found e-learning difficult and additional support had been put in place. A training hub had been developed at the service where staff could complete training with support on hand if required. ‘Educational chats’ were used to support staff. The in-house trainer used this technique to explain to staff if they needed to improve how they delivered care. This was carried out discreetly in a supportive way that was valued by staff.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. Home leads oversaw care and support staff. Senior staff were responsible for administering medicines. Staff were aware of the division of responsibilities. One commented; “We know our roles and it is clear what our responsibilities are.” Regular meetings for heads of departments and managers ensured effective communication and opportunities to share learning and drive improvements. These were underpinned by daily communications. For example, at the end of each day members of the management team and seniors received a handover email.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. One professional told us; “In our experience the home are always effective with their communication and do not hesitate to involve the appropriate agencies.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. Following our previous inspection the provider and registered manager had worked to drive improvement. Staff told us this had a positive impact. Comments included; “Things have changed and things have improved a lot”, “People were not engaged in activities but now it has improved a lot” and “Since I started, compared to now, I can see it has changed a lot for the better. Before, sometimes it was really difficult to manage and to understand what our responsibilities were but now we have someone there to help and support with whatever issue it is.”